Director of Ops Manheim, PA

Now Recruiting For: Director Of Operations Manheim PA


Looking to make a difference in our world? It’s time to use all of your education and experiences to be an instrument of change.

In HIS Name HR is honored to have been retained by Men of Iron to seek their next Director of Operations.

The leadership of Men of Iron believes men are distinctly called to be Godly leaders in their families, their churches and their communities. Men of Iron equips men and grows Godly leaders through creating and sustaining 1-to-1 and micro group mentorships. They partner with leaders, influencers, churches and communities to implement and execute a culture-changing men’s ministry.

Step up to the plate and be part of changing a culture, one man, one family, one church and one community at a time.

Director Of Operations

The Director of Operations is a core function of Men of Iron, responsible for leading, growing, scaling and organizing the ministry by overseeing its programs and services (Strong27™). He creates and provides strategic guidance to grow a regional model and is expected to develop and execute creative strategies, operations and systems to grow and scale men’s mentorships around the world.

He is the leader of ministry staff and representatives through his leadership, management and accountability characteristics. He is the 2nd most senior manager of Men of Iron’s operational hierarchy and holds the position of Integrator.

Some Essential Responsibilities

  • Lead, grow, scale and organize all programs and services (Strong27™)
  • Create and provide strategic guidance to grow a regional model
  • Develop and execute creative strategies, operations and systems to grow and scale Men of Iron’s programs and services around the world
  • Develop and manage quantitative and qualitative metrics based around sharpening men and strengthening families, churches, and communities, as well as growth of the ministry
  • Provide leadership, management and accountability to all operations staff
  • Work with Executive Director to create vision for all Men of Iron programs and services and to create and execute a strategic plan
  • Develop and manage annual budget for all programs and services
  • Develop systems and operations to efficiently increase the number of active mentors and protégés each year
  • Develop systems and operations to efficiently increase the number of church and community partners each year
  • Develop a professional training and development program for all ministry ambassadors and directors

Some Position Requirements

  • Bachelor’s degree in Business, Ministry and/or other related education AND 7-10 years related experience and/or training in the following area:
    • Business and management experience
    • Business or ministry operations in medium to large setting with qualitative and quantitative metrics

Or equivalent combination of education and experience.

  • Successfully leading, growing and scaling a business or business operations.
  • Must be computer literate. Working knowledge of Apple operating systemsand Microsoft 365. Able to navigate and become familiar with CRM software.
  • Must be able to produce a statement of Faith.
  • Complete support of and willing adherence to Men of Iron’s mission, vision and core 4.Applicant must hold these standards as his own.

Cover letters should include why you should be considered for the position and what would make you the best candidate.

Serious and confidential inquiries:  Apply Through Indeed

Want to get future vacancies and blog updates? Subscribe here: Click

Podcast “Human Resources and Higher Education”


Enjoy listening to Guest Mark A. Griffin discuss “Human Resources and Higher Education” with host Drumm McNaughton, PhD.

Have iTunes? Podcast available through iTunes.

The Change Leader Inc. creates sustainable organizations that meet the needs of the 21st century students andemployers while implementing change in way that enables them to remain true to the history and values that made them successful.

About Mark: With over 20 years of Human Resources experience at both fortune (Kodak, Quaker Oats, and Merck) as well as small and mid-sized companies, Mark has seen it all.

Why Developing A High-Performance Employee Review Process Matters

Why Developing A High-Performance Employee Review Process Matters


Most employees loath them; many managers avoid them. High Performance Organizations have them, and they do what they’re designed to do—evaluate precisely the performance of each employee.

Feel like you don’t need them? Here are 10 great reasons that should change your mind.

  1. Aligning performance to goals and objectives

Most organization employees we meet with say they have no idea what the yearly top two or three goals are for their organization.  A great performance program sets these goals as their starting point. Ninety-nine percent of employees in this country want to do well at work, but we lack leaders who know how to align their desire to achieve to the organizational goals.

  1. Providing a basis for promotion/transfer/termination

Many organizations are not transparent concerning how to be promoted.  A performance review process more readily identifies those employees who deserve promotion and those who require lateral shift (transfer) or need to enter into a remedial program. This system also aids career planning.

  1. Enhancing employees’ effectiveness

Most people really do want to be better at their jobs! Helping employees to identify their strengths and weaknesses and informing them of the organization’s expectations concerning their performance helps them to better understand the role they play and increases work efficiency. Feedback reinforces good performance and discourages poor performance.

  1. Aiding in designing training and development programs

Instead of creating “programs of the month,” you can use performance review data to more accurately ascertain training needs and identify skills that need to be developed in order to tailor-make the most effective training and development programs.

  1. Building teams

Counseling employees corrects misconceptions, which might result in work alienation. Performance management also helps employees to internalize the norms and values of the organization. (I have met leaders who have not talked to their employees about their performance since 2009!)

  1. Removing discontent

Performance management puts all employees on the same measuring tape. Identifying and removing factors responsible for worker discontent motivates them to perform better at work. Performance management helps to create a positive and healthy work environment in the organization.

  1. Developing interpersonal relationships

Relations between superiors and subordinates can be improved through the realization that there exists a mutual dependence that leads to better performance and success. By facilitating employees to perform introspection, self-evaluation and goal setting, their behavior can be modified. Better interpersonal relationships lead to team building.

  1. Aiding wage administration

Performance management can help to develop fairer and more equitable base lines for reward allocation, wage fixation, raises, incentives, etc.

  1. Exercising control

A performance review process provides a means to exercise control of projects focused on, and helps keep employees aligned to the agreed upon annual goals and objectives.

  1. Improving communication

Performance management serves as a mechanism for improved communication between superiors and subordinates.  Often times managers shy away from counseling employees.  When the right system is in place, especially is it is employee driven, it forces discussions on a regular basis.

In closing, my experiences lead me to support employee driven programs.  Programs that rely on managers and leaders have a higher propensity for failure.  Simple yet meaningful programs that include goals, objectives, behaviors, an employee development component and stretch assignments meet what most employees’ desire.

How important are employee performance reviews in your organization?  We would like to know.  Please leave comments below. 

_________

In His Name HR helps organizations build high performance Human Resources programs. Visit them at In HIS Name HR or e-mail them here.

Mark A. Griffin is the founder and chief consultant of In His Name HR LLC. Connect with him on LinkedIn or Twitter.

Now Recruiting For: Chief Financial Officer (CFO) Manheim PA


We are excited to be retained by this wonderful organization, Utility Keystone to assist in recruiting a Chief Financial Officer for their Manheim PA location. With over 30 years in the industry Utility Keystone continues to build its legacy of providing the ultimate customer experience.

Purpose of Position

The CFO is accountable for the financial operations of the Company, including the development of operational and financial metrics to assess alignment to the Company’s plan. Through their leadership, they set policies and procedures designed to protect the Company’s assets from theft or misuse by establishing and maintaining effective internal controls and processes and report accurate financial results. As a member of the Leadership Team, the CFO works closely with the President and Department Heads to provide accounting supervision for all locations, as well as provide essential support to the Sales, Service, Parts, Inventory and Lease and Rental.

Some Of The Essential Duties

Planning

  • Assist in formulating the company’s future direction and supporting tactical initiatives
  • Monitor and direct the implementation of strategic business plans
  • Manage the capital request and budgeting processes
  • Develop financial and tax strategies
  • Provide financial and tax counsel to President and Owners of related entities
  • Provide financial analysis tools to evaluate company ventures, special projects, capital expenditures, etc.

Operations

  • Participate in key decisions as a member of the executive Leadership Team
  • Create and manage financial controls and accounting procedures
  • Manage the accuracy and productivity of day-to-day activities of accounts payable, accounts receivable, credit/collections, cash disbursements, invoicing, inventory integrity, fixed asset records and cash handling
  • Implement operational best practices
  • Monitor and approve payroll
  • Provide oversight on various filings for dealer license, banking license, FET, sales tax,
  • 1099, etc.

Financial Information

  • Prepare timely monthly and annual financial statements
  • Report financial information to President, LT members and banks
  • Coordinate all audit activities and investigate their findings and recommendations
  • Provide cash management reporting and forecasting

Third Parties

  • Lead relationship with accounting firm, bank(s), insurance agents, credit card companies and collection agencies
  • Manage and maintain commercial casualty/liability insurance
  • Participate in health insurance renewal

 Required Personal Attributes

  • Excellent verbal and written communication skills
  • Excellent organizational, time, and stress management skills to complete the required tasks
  • Ability to learn quickly in a fast—paced environment
  • Self—confidence
  • Proactive to forecast and foresee potential issues
  • Ability to perform and execute strategic planning
  • Excellent leadership skills
  • Excellent problem—solving skills
  • Strong people skills

 Position Requirements

  • Bachelor’s degree in Accounting plus 10 years’ experience in senior financial management position; or equivalent combination of education and experience. CPA designation and/or MBA preferred.
  • Experience in streamlining financial systems and processes
  • Experience in supervision or management of employees
  • Proficient in Microsoft products.Strong knowledge and experience in using service operating systems a plus.  Use of all current technology as a communication and efficiency tool is a must.
  • Complete support of and willing adherence to Utility Keystone’s mission, vision and core values.Applicant must hold these standards as his/her own.

Cover letters should include why you should be considered for the position and what would make you the best candidate.

Serious and confidential inquiries:  Apply Through Indeed

Want to get future vacancies and blog updates? Subscribe here: Click

 

 

 

Benefits and Human Resource Seminar ~ September 5, 2018 Lancaster PA


2019 Trends and Analysis ~ How To fix Healthcare in America?

Healthcare Is Broken.  Costs continue to rise.
But have you ever taken time to understand why?   The deck is stacked against Employers and Employees.

Come learn more about identifying the problems, and steps you can take to stack the deck in your favor.

Limited Seating Register Below 

About Patrick Moran

Patrick T. Moran II, CLU – President and founder of INGROUP Associates, (now an Alera Group company) and has been in the insurance business since 1985.   Pat specializes with working with business owners in the areas of Employee Benefits, Estate Planning, and Business succession planning.

Pat is also one of the founding members of the Alera Group, which is a nationally recognized Employee Benefit consulting firm.   Alera Group is a collection of Industry thought leaders, providing National Scope of services, combined with Local Service.   Today, Alera is one of the fastest growing Employee Benefit consulting companies in the country.

Pat is a graduate of Bloomsburg University, and received his CLU from the American College.   He also serves on several boards, and enjoys family time, Tennis, and Biking.

Sexual Harassment and Your Responsibilities Under the Law 

You can’t open a news website without seeing another #MeToo circumstance being reported. As a result, many organizations have a “zero tolerance” policy for sexual harassment in the workplace, but what does that really mean to you, as a leader? Or you, as an employee? What is sexual harassment?

In this interactive presentation, you’ll learn:

  • What sexual harassment is—including the verbal, visual, and physical conduct that could be considered or perceived as harassment
  • What your rights and obligations are under the law
  • What you can do as an employee to support a harassment-free work environment
  • What you should do as a leader to help provide a harassment-free workplace
  • What to do if you feel you may have been the subject of sexual harassment
  • Steps your organization can take to better your work environment

Sexual harassment is unacceptable in any workplace. It simply should never be tolerated. Come learn how you can help free your workplace of harassment and make it one where all employees will grow and prosper.  Mark is not an attorney.  This presentation is to provide practical and HR related experiences and should not be considered legal advice.

About The Presenter

Mark A. Griffin is the founder and chief consultant of In HIS Name HR LLC, a human resources outsourcing and career coaching firm created to help companies pilot the complex issues of managing HR.

As a human resources professional with 20-plus years of experience in both public (Quaker Oats Company, Kodak Inc., Merck Inc.) and private companies (Woolrich, Conestoga Wood Specialties, Valco Companies Inc.), Mark is passionate about building high performance workplaces through utilizing best practices while leading companies with strong values.

While serving in the United States Air Force, Mark received his Bachelor of Science degree in Human Resources Administration from Saint Leo University. He earned his MBA from Bloomsburg University while interning for Congressmen Kanjorski as a Military Liaison during the first Gulf War. Mark has completed several executive education programs at the University of Michigan and is a certified practitioner of the Myers Briggs Type Instrument MBTI®.

Date And Time 

September 5, 2018, 8AM-10AM

7:30-8:00AM             Registration and light breakfast

8:00 – 8:15AM          Opening Comments Julie Garrett

8:15 – 9:00 AM         How To fix Healthcare in America? Pat Moran

9:00 – 9:45 AM         Sexual Harassment and Your Responsibilities
Under the Law Mark A. Griffin

9:45 AM                     Closing Comments and Adjourn Julie Garrett

Location

The Farm and Home Center
1383 Arcadia Road
Lancaster PA 17601
Map

Limited seating for this event. To register for this free event with a light breakfast included contact:

Barbi Cottingham
INGROUP Associates
717.509.8803

E-Mail Barbi

 

 

Great Organizations Are Built On Solid Job Descriptions

Great Organizations Are Built on Solid Job Descriptions


Job descriptions (JDs) are just so 1980s,” a young HR graduate recently commented to me, He could not be more wrong. Having worked in HR for over 25 years, I can tell you that some things just don’t change—and shouldn’t change.  New technology consistently bombards us; faster, better, and sleeker processes seem to overwhelm us.

One thing that will never change is the fact that, in order to be a High Performance Organization, you still need to get some  “old school” work done. Don’t let technology and “the new workplace” fool you. Now, more than ever, you need JDs.

Here are eight good reasons why:

Recruitment – As you grow and expand, it is almost impossible to hire legally or correctly when lacking a solid, well-written job description.

Teambuilding – It is difficult for Teams to form and support each other when job duties are gray and tasks constantly conflict or interrupt each other. It is enlightening to know what each Team Member is responsible to accomplish.

Performance management – This enables you  to set measurable performance goals based on duties listed in the corresponding job description. Having them listed, in writing, signifies their importance.

Training and employee development – You can use job descriptions, along with descriptions of possible job promotions, as a tool to determine what to pursue in regards to classes, seminars, and other career development activities in order to close gaps.

Compensation- JDs can be helpful in developing a standardized compensation program with minimums, maximums, and target pay for each position. They help highlight internal equity issues to decision makers and contribute to fairness.

Recognition and rewards – You can use job descriptions as a baseline for performance, and as a tool to encourage performance “above and beyond” the job description, in order to distribute recognition and rewards or just plain old praise!

Discipline – Sometimes employees just don’t do what needs to be done. Hopefully, this does not happen at your place of work, but sometimes Team Members fail each other. If you need to, you can use job descriptions to illustrate when employees are not performing up to agreed-upon standards.

Essential job function analysis – The physical and environmental setting is important in order to provide employees, including new hires, who need accommodation. Not only is this the right thing to do, but it is also the law.  As of July 1992, the Americans with Disabilities Act (ADA) mandates that an organization assist an employee when a request is made for a reasonable accommodation under the ADA.

Some Key Points to Ensure a Great Job Description Process

  • Have the employee own their description
  • Remember that no one knows the job better than the employee doing it
  • Make the employee accountable to complete it and have HR review it
  • The manager should have final JD authority and reserve the right to make changes to the final document, incorporating dialogue with the employee

Don’t make JDs more work then they have to be. Instead, make it a process to enjoy and learn from—it does not have to be awful.

Be joyful and helpful with the process, and your staff will love you for it!

_________

In His Name HR helps organizations build high performance Human Resources programs. Visit them at In HIS Name HR or e-mail them here.

Mark A. Griffin is the founder and chief consultant of In His Name HR LLC. Connect with him on LinkedIn or Twitter.

 

 

Decrease Turnover ~ Develop On-Boarding Excellence

Decrease Turnover ~ Develop On-Boarding Excellence


During the past several years many organizations enjoyed what felt like a relatively low turnover rate. Many leaders thought that the reason turnover had decreased was because of the downturn in the economy. That’s not entirely accurate. Long term employees were holding on, but new hires still turned over at an astonishing rate. As the 2014 Equifax research shows, on average, more than half of all employees who left their job in the past year did so within the first twelve months.

Concerned? You should be. The average cost to recruit a single new employee is well over $4,000 and will take on average 42 days to fill the vacancy (SHRM study 2016). This figure does not reflect the time spent or the decrease in morale as the search drags on. Since the rate of turnover is potentially the highest during the first year, let’s take a closer look at one way we can stop the hemorrhage.

There is a misperception shared by many of today’s leaders that orientation and on-boarding are essentially one and the same. They are not. Simply stated, orientation comprises the tactical tasks to complete in order to get an employee ready to get to work, for example, computer login registration, physical building access, facility tours, and a basic HR overview of policies such as benefits and the employee handbook.

So, how is on-boarding different? On-boarding is assimilating your new employee to the culture of your organization. It is about introducing your new employee to your organization’s values, its norms, providing a recipe that lists the ingredients of what makes up your organization’s culture, and how they can blend effectively with them to create a desirable end product, leading to the greater success of your organization as a whole.  An effective program helps the new employee align themselves to your Mission, Vision and Values.  This is a very important step to organizational success.

Want to create an effective on-boarding program? Consider these 4 steps.

Step #1: Use a Focus Group

Create a focus group that consists of the most recent six people you hired. These are the individuals who best know what does and doesn’t work— they’ve just lived through it! Task the focus group facilitator with developing a list of items that should be included in the on-boarding program. And, once your HR leader develops the final program, schedule the focus group to meet again to ensure the legitimacy of the program.

Step #2:  Build Employee Development into the Process

Ensure job description review, refinement, and updating are all a part of your process. Have every new employee consult with co-workers and corresponding leaders to update their job description so that they have full ownership. Have them present to their leader the key areas of development for promote-ability based on future career assignments. Get them thinking about their own development now, not after they tire of their position.

Step #3: Build in Key Meetings with Various Stakeholders

Arrange for new employees to meet with a different manager in separate departments several times over the course of some months. Earlier in my career, we built a process at the Quaker Oats Company where all new employees or transferees would go to lunch with different department managers and several members of their department. It is a fantastic way for new employees to feel part of the Mission of the organization.

Step #4: Ensure New Employees Own the Process

Create a checklist for employees to follow and update going forward. Have them meet with their manager twice a month to discuss how the process is working. Ensure participation is built into their 90-day review. Holding them accountable will ensure they take an active role in the process.

One thing is for sure—most organizations have veered away from progressive HR programs in the last several years, losing time and money, as well as valuable employees.

Isn’t it time you started focusing on the fundamentals and take the time to bring your people on board correctly? After all, people are your most valuable resource. It’s one of the best investments you can make in the long-term success of your organization.

What on-boarding programs have you had success with?

_______

In His Name HR helps organizations build high performance Human Resources programs. Visit them at In HIS Name HR or e-mail them.

Mark A. Griffin is the founder and chief consultant of In His Name HR LLC. Connect with him on LinkedIn or Twitter.

 

How To Learn from Employee Turnover

How To Learn from Employee Turnover


Why are people leaving your organization?

My client’s eyes glazed over when I asked her this. She didn’t know why more than 13 percent of her workforce left every year – and hadn’t even thought about figuring out the reasons.

In my experience, most organizations fail to document why people leave.

If they do conduct exit interviews, they often don’t probe deeply enough. Or, they fail to effectively learn from their findings and implement change for the better.

How to Keep People

According to The Wall Street Journal, by the time a talented worker has decided to leave, it’s probably too late to make the necessary improvements to keep them. But, finding out why people aren’t staying with your organization is critical to your future success, especially in tough economic times.

Keeping competent employees is one of the best ways to save your organization a lot of money and keep a cohesive and healthy workplace culture. The high cost of hiring and training employees warrants that you learn from what isn’t working, every time.

There are several reasons why people leave.  In previous articles we have discussed many.  One area that continues to gain attention is organizational vision or lack thereof. Make sure your vision is properly integrated within your HR programs.  Employees need to be part of it and understand where you are going.  A recent article from Barnard Marr on CNBC.com cites “No Vision” as being a leading cause of turnover.  I agree.  Most employees want a hope and a future and a great vision that is bought in by all helps create energy in the workplace.

So, appreciate the rich source of information that a good exit interview brings!

A good exit interview finds out these three (3) things:

  • What the work climate is really like?
  • Whether and how are your managers are failing.
  • What’s missing?

Do your employees get what they really need to do well? If people are leaving too frequently, it’s time to find out why.

Make sure your exit interview includes these three (3) questions:

  • When did you realize you wanted to leave?
  • Did you and your manager set goals and objectives together?
  • How often did you receive helpful feedback from your leadership?

Ending Well

First, conduct your exit interview with a spirit of grace and graciousness. Your concern and honest inquiry into the reasons your employee is leaving will yield valuable insights if you put them at ease. This is where your core values come in.

Second, remember to set up an exit interview at a time designed to give you the best information. Don’t rush in at the last minute, just before your employee’s departure, or try to get information after they’ve already moved on.

Finally, wish the employee well in their new endeavor. At some point, they may want to come back. If they feel cared for during this last important experience, they will know that the door is still open. Losing a talented employee is disappointing, but it might be redeemed if they happily return in the future.

Have you used exit interviewing before? Please take a few moments and tell our community of readers your experience.

______

 

 

In His Name HR helps organizations build high performance Human Resources programs. Visit them at In HIS Name HR or e-mail them here.

Mark A. Griffin is the founder and chief consultant of In His Name HR LLC. Connect with him on LinkedIn or Twitter.

Now Recruiting: Office Supervisor


IMMEDIATE OPENING

Office Supervisor

Harvey Cedars Bible Conference (HCBC) is a Christian Conference and Retreat Center nestled between beautiful Barnegat Bay and the Atlantic Ocean at the Jersey Shore.

HCBC operates year-round to provide affordable Christian conferences, retreats, and family vacations. Whether it’s a mid-week board meeting or a weekend event, they offer a wide range of accommodations and meeting spaces to suit groups from 25 to 400.

For generations, the body of Christ has enjoyed gathering and growing here. Young people are especially drawn to our shore location and facilities. Each year approximately 2,000 college students and 3,000 high school students come to the Conference to learn more about God’s Word and the person of Christ.

The purpose of the position is to advance the Mission of Harvey Cedars Bible Conference through the supervision of the office and improvement of hospitality to our guests.

Some Essential Responsibilities:

Guest Services/Hospitality:

  •  Establishes a system for reservations and regularly reviews same in order to maximize efficiency and improve service to the guests.
  • Communicates reservation information on a timely basis to the Food Service Supervisor and the Housekeeping Coordinator.
  • Works with the Operations Director in organizing weekend retreats; especially regarding guest needs and special request.
  • Develop tools and systems to better receive our guests, provide them with a better stay, and see them off well.
  • Create and administer the At-A-Glance, making sure that each activity/event is happening, staffed and on time.
  • Make sure guests are comfortable in their meeting spaces.
  • Organize inventory of HCBC equipment (Ex. Projectors, remotes, sound, chairs, tables, podiums, media carts boards, displays, etc.)

Group and Event Reservation:

  • Work alongside our retreat coordinator and reservations.
  • Second in line for phone inquiries behind retreat coordinator.
  • Second in line for tape chart responsibility.
  • Responsible for yearly retreat calendar in Outlook.
  • Retrieve guest info/needs one month in advance of retreat.
  • Responsible for petty cash and deposits for group payments.
  • Oversee vending receipts and change machines.

Housekeeping:

  • Oversee housekeeping.
  • Conduct yearly review of Head of Housekeeping with Operations Director and review the evaluations of all
    sub-staff.
  • Assist with staff hiring when needed.

Office Administration:

  • Oversees the office staff regarding receptionist policies and etiquette.
  • Schedules office personnel working hours, and assigns them their duties.
  • Responsible for Training all office personnel, housekeeping, and guest services in all areas of their
    responsibility.
  • Oversees staff mail distribution.
  • Assess and benchmark office procedures and takes steps to make improvements.
  • Reviews the atmosphere and work areas of the employees and works to ensure a
    positive, workable environment.
  • Maintains personnel records.
  • Performs annual reviews of office personnel (under their supervision).

Accounting:

  • Prepares deposits, accounts receivable and accounts payable.
  • Reviews purchase orders, check requisitions, and like documents and refers appropriate
    ones to the Executive Director.
  • Prepares payroll; tallies timesheets, collects pertinent information from employees.

Some Required Personal Attributes:

  • High-level of effective interpersonal communication skills, both written and verbal plus, organization and presentation skills.
  • Strong desire to be a part of an organization with an entrepreneurial spirit and a fast paced, result-oriented culture.

Some Position Requirements:

  • High school diploma or GED; Two-year Technical school in an accounting; or equivalent combination of education and experience.
  • 5 to 10 years’ experience in office environment.
  • Must at least 1 to 5 years of supervision experience.
  • Must be able to work well and effectively with the public.
  • Must be proficient in Microsoft Office & Outlook.
  • Complete support of and willing adherence to Harvey Cedars Bible Conference’s mission, vision and core values. Applicant must hold these standards as his/her own.

Location will be: Harvey Cedars Bible Conference 12 Cedars Ave Harvey Cedars, NJ

All qualified individuals may submit a resume and letter of interest to:

Email HR Team

E.O.E. m/f/h/v

 

Now Recruiting: Facilities & Grounds Supervisor


IMMEDIATE OPENING

Facilities & Grounds Supervisor

Harvey Cedars Bible Conference (HCBC) is a Christian Conference and Retreat Center nestled between beautiful Barnegat Bay and the Atlantic Ocean at the Jersey Shore.

HCBC operates year-round to provide affordable Christian conferences, retreats, and family vacations. Whether it’s a mid-week board meeting or a weekend event, they offer a wide range of accommodations and meeting spaces to suit groups from 25 to 400.

For generations, the body of Christ has enjoyed gathering and growing here. Young people are especially drawn to our shore location and facilities. Each year approximately 2,000 college students and 3,000 high school students come to the Conference to learn more about God’s Word and the person of Christ.

Purpose of Position:  To advance the Mission of Harvey Cedars Bible Conference through the maintenance of all facilities, keeping of the grounds, and ongoing safety and security inspections.

Some Essential Responsibilities:

Facilities Maintenance:

  • Oversee and with a hands-on approach, participate in the maintenance of all conference facilities, including preventative maintenance.
  • Coordinate the work of licensed contractors in the performance of maintenance.

Landscape/Grounds:

  • Responsible for keeping the landscape of the grounds maintained.
  • Responsible for all seasonal grounds maintenance work such as: plowing, shoveling, salting, etc.

Safety and Security:

  • Perform periodic safety inspections of the facilities with the operations manager and bring issues up to standards.
  • Investigate reported unsafe conditions, accidents and near accidents.
  • Responsible for various inspection certifications required for facilities & grounds.
  • Responsible for making sure that the grounds & facilities are safe for all personnel, contractors, vendors, and the public.
  • Develop and submit a monthly report highlighting successes and concerns in regards to facilities maintenance, landscape/grounds, and safety and security.
  • Work well alongside other departments that need assistance.
  • Approves appropriate check requisitions for payment for their department.
  • Perform miscellaneous other duties at the specific requests of the Operations Director and Executive Director.
  • Develop a volunteer program for facilities maintenance, landscape/grounds, and Safety & Security.

Some Required Personal Attributes:

High-level of effective interpersonal communication skills, both written and verbal plus, organization and presentation skills.
Strong desire to be a part of an organization with an entrepreneurial spirit and a fast paced, result-oriented culture.

Some Position Requirements:

  • High school diploma or GED; Two-year Technical school in a trade.
  • 5 to 10 years’ experience in a learned trade.
  • Must at least 1 to 5 years of supervision experience.
  • Some knowledge of Microsoft Office & Outlook preferred.
  • Some knowledge of building, frame, electric, plumbing, HVAC, painting, preferred.
  • Must be able to work well and effectively with the public.
  • Complete support of and willing adherence to Harvey Cedars Bible Conference’s mission, vision and core values. Applicant must hold these standards as his/her own.

Location will be: Harvey Cedars Bible Conference 12 Cedars Ave Harvey Cedars, NJ

All qualified individuals may submit a resume and letter of interest to:

Email HR Team

E.O.E. m/f/h/v